•

Differentiate between project management approaches: Waterfall, Agile, and Hybrid

SkillsBuild Learning • Describe the role, overall responsibilities, and competencies of a project manager

• Identify the purpose of the phases of a project: Initiate and Plan, Execute, and Close

Project Management Fundamentals • Describe the key tasks that a project manager performs in each project phase

• Explain the overall job market and common industry certifications to consider in the project management field

And, most importantly, you’ll put on your project manager “hat” to respond to some interactive situations based on a project scenario.

Introduction Estimated duration

5 Minutes • 3 hours, 30 minutes

We live in a world of projects!

Completion criteria
The Taj Mahal ([Link] is one of the most recognizable monuments in the
world. Around 22,000 laborers worked on it with thousands of painters, embroidery artists, and stonecutters to To receive credit for this learning experience, you need to visit all the pages in the course, complete the interactive activities and quizzes, and pass
execute the intricate work. This attention to detail and project planning paid off, as the tomb took about 12 years to the final assessment.
finish. Then, the rest of the buildings at the complex would be completed after an additional 10 years.
The concepts in the courses build on one another, so you should take the lessons in order.

As you progress through the course, you’ll see completion check marks beside the topic names in the side navigation.
The International Space Station ([Link]
[Link]) circles the globe about once every 90 minutes at a speed of
Badging opportunity
about 17,500 miles per hour (28,000 kilometers per hour). The Station was a
construction project developed by a partnership of 15 countries. It is the largest Complete this course to earn the Project Management Fundamentals badge!
single structure humans have ever put into space.

Vaccines will help prevent the spread of COVID-19 to

end the pandemic. Most vaccines take years to
develop, but scientists created multiple vaccines for
COVID-19
([Link]
03626-1) within a year because of funding, sufficient
resources, past research, and a regulated vaccine
development process.

These are just a few big projects that were a success for the world community.

You can probably think of some projects that you’ve taken on in your life, whether big or small, that have succeeded!

About this course

[Link] 10/10/2025, 11:47 [Link] 10/10/2025, 11:47
Page 1 of 61 Page 2 of 61

Welcome to the Project Management Fundamentals course!

Think of project management as the art and science of making things happen. Project managers have a plan and lead a team on a journey, through
trials, some feedback, and triumphs to realize a vision. Project managers are responsible and accountable for a wide range of processes and
relationships.

This is an introductory learning experience designed to provide you with foundational knowledge about project management concepts. This course
introduces you to the basic principles of project management and what it takes to be a successful project manager. Perhaps you’ll become
interested in pursuing additional learning opportunities for this in-demand job role!

Learning outcomes

At the end of this course, you will be able to:

• Define common project management terms Please allow a few business days for processing. You will receive an email to claim the badge online.

• Recognize the value of project management

IBM SkillsBuild gratefully acknowledges the contributions and collaboration of the International Project Management Association (IPMA) and the
• Is temporary with an identifiable beginning and end
IBM Project Management Center of Excellence in the development of this course.
• Is unique and organized

• Has constraints, such as time, cost, and resources

([Link]
• Accomplishes the objective to produce a product, service, or agreed deliverable that has value for the end user

([Link] Also, what is a portfolio and a program?

When learning about projects, it’s helpful to understand that projects have a relationship to portfolios and programs.

Expand and compare the following definitions of a portfolio and program.

Ready to start your journey?
First up, you’ll learn what a project is and the role of a project manager.

To continue, select I’ve checked it out! to earn your learning minutes, and then select Next.
Portfolio

© Copyright IBM Corporation 2021. A portfolio is a collection of projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives. The
programs or projects of the portfolio may not necessarily be interdependent or directly related.

Get started / What is a project? Program


5 Minutes A program is a group of related projects, subsidiary programs, and program activities that are managed in a coordinated manner to obtain benefits
not available from managing them individually. A program has a scope that encompasses the scope of its program components.
There are many definitions about what a project is. Projects can range from simple efforts to large, complex undertakings that require much time,
effort, and money. Here are three definitions of a project from recognized organizations so you can be conversant about a project.

Can you detect common terms and themes so you can define a project? Source: PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition (2017) ([Link]
guide-standards/foundational/pmbok).

A project is a unique, temporary, multidisciplinary, and organized endeavor to realize agreed deliverables and create value within predefined
requirements and constraints, including multiple constraints such as time, cost, resources, and quality standards or requirements. For a project to
be successful, the appreciation of the project outcomes must come from the various interested parties. 1

A project is a unique process, consisting of a set of coordinated and controlled activities with start and finish dates, undertaken to achieve an Get started / What is project management?
objective that conforms to specific requirements, including the constraints of time, cost, and resources. 2
3 Minutes
A project is a temporary endeavor undertaken to produce a unique product, service, or result.
Project management is accomplished by applying proven methodologies and techniques with the goal of ensuring the consistent delivery of high-
• A project is temporary in that it has a defined beginning and end in time, and therefore defined scope and resources.
quality services, solutions, or deliverables that meet or exceed client requirements and expectations.
• And, a project is unique in that it is not a routine operation, but a specific set of operations designed to accomplish a singular goal. So, a project
Project management is:
team often includes people who don’t usually work together, sometimes from different organizations and across multiple geographies. 3
[Link] 10/10/2025, 11:47 [Link] 10/10/2025, 11:47
Page 3 of 61 • The planning, executing, and monitoring of project activities to Page 4 of 61

meet project objectives

Where can you find projects?
• Achieved by effectively controlling and balancing the
In both the private and public sector, organizations set up and manage projects. You can find projects in areas like information technology (IT), constraints of time, cost, and scope
organizational development, product development, marketing, research, events, and political, educational, and social areas. 1
• Performed through processes and across multiple phases in
The development of software for an improved business process, the construction of a building or bridge, the relief effort after a natural disaster, and what is called the project’s “lifecycle”
the expansion of sales into a new geographic market—all are projects. 3
Large organizations develop custom project management
Sources: methodologies and tools to manage different types of projects
consistently and repeatedly.
1 International Project Management Association (IPMA) ([Link]

2 International Organization for Standardization (ISO) 10006 ([Link]

3 Project Management Institute (PMI) ([Link]

What is the value of project management?

To summarize, a project:
 •
Effective project management adds value to organizations in many ways. It can: They collect and analyze requirements from the client, design the solution, implement the solution, and fix any issues.

• Provide focus and control for the greater likelihood of achieving project goals • This approach is easy to implement, and every task is planned out; however, the team must begin with a clear scope of work
because changes can be challenging and disrupt the series of tasks.
• Result in delivering quality results consistently

• Potentially reduce costs and risks

• Manage changes and conflicts

• Ensure the efficient use of resources

Project management is a specialization and profession that includes best practices, tools, methods, and certification schemes that can be applied Agile
as standards that are also reusable.

Overall, a strong, organization-wide commitment to project management leads to long-term business value and even a competitive advantage.
• Essentially, an Agile approach is the opposite of a Waterfall approach to a project.
CHECK THIS OUT!
• Agile is a very flexible approach in which teams break up their work into smaller chunks and they work iteratively to deliver an
To learn more, read this article, Why Is Project Management So Important To An Organization? ([Link] outcome incrementally.
project-management-important/), The Digital Project Manager, by Ben Aston, January 2021. • Work phases are short in duration and are typically called “sprints” or “iterations.”

• One of the main benefits of this approach is it allows the team to respond to new requirements or changes more easily.
Do projects fail?
Yes, they do! It’s valuable for you to know that the typical reasons that projects fail are because they are over budget, run over schedule, or do not
deliver the required quality.

The causes of why projects fail can be a range of issues, including basic ones such as a lack of understanding of the project goals or strategic Here is a graphical representation of the project phases so you can visualize Waterfall versus Agile projects:
alignment. Other common issues are:

• Lack of stakeholder involvement

• Lack of leadership

• Poor team organization

• Insufficient competencies of the people involved in the implementation of the project

• Poor processes

For this reason, it’s important to promote good practices and follow a project management approach to ensure project success.

Get started / Approaches to project management

10 Minutes
[Link] 10/10/2025, 11:47 [Link] 10/10/2025, 11:47
Page 5 of 61 Page 6 of 61
There are many approaches to project management. Choosing a project management approach can depend on the organization’s standards, the
type of project, or the team make-up. It’s an important decision because it impacts how the team works together. Different project management
methodologies have their own pros and cons for different project types. Some approaches are traditional or sequential, while others are more
flexible.

Let’s explore three widely used approaches: Waterfall, Agile, and Hybrid.

Waterfall versus Agile: How are they different?

Waterfall

Waterfall
• Perhaps the most common type, the Waterfall model is a traditional and sequential approach.

• There are usually several project phases that follow in a linear order.
1. Has a fixed, linear plan in which the scope and deliverable are known.
• Teams complete one task before the next task begins in a connected sequence that adds up to the final deliverable.
2. Tasks are mapped out at the start of the project.
•

3. There is a final deliverable at the end of the project. 3. Execute

4. Client feedback is considered at the start with requirements and at the conclusion of the project. 4. Monitor and Control

5. Close

In this course, the focus is on a combination of these three traditional phases of project management: Initiate and Plan, Execute, and Close. This
will give you the foundational base you need and you can build on this knowledge in future courses. Here is a diagram that illustrates the three
project phases and the key activities the course covers:

Agile

1. Has an iterative and flexible process that could evolve into a different deliverable than was originally envisioned.

2. New priorities and requirements are considered in each sprint.

3. There are incremental deliverables throughout the project and a cumulative deliverable.

4. Client feedback is a focus and considered in each sprint or iteration.

Hybrid

• As the name implies, a Hybrid approach is a combination of the Waterfall and Agile approaches to get “the best of both worlds” to
provide a flexible yet structured approach.

• Some common examples of using a Hybrid approach are:

1. Using Agile when there is uncertainty, complexity, and risk in the development phase of the project, such as for a new IT solution,
and then using a traditional approach in the rollout phase

2. Using a combination of Agile and traditional approaches throughout the project, such as upfront planning and estimation and work Project management processes are not necessarily linear or sequential. Some activities are ongoing and reoccur throughout the project lifecycle,
assignment, together with short iterations and daily meetings while others are recommended for specific points in time during the project lifecycle.

3. Using an Agile approach for a small element with uncertainty, complexity, or opportunity for scope creep within a mostly
traditional project approach, such as when part of the product is produced using new materials that haven’t been used or tested Example
before
[Link] 10/10/2025, 11:47
Page 7 of 61
The ongoing need for replanning in a project occurs multiple times at unplanned intervals
[Link]
during the lifecycle, while project closure activities occur
10/10/2025, 11:47
Page 8 of 61
4. Using an Agile approach with a component produced in a traditional way, such as when the production of the component is one time at the end of a project.
externalized, and the external provider uses the traditional approach to produce it
CHECK THIS OUT!
Source: PMI Agile Practice Guide (2017) ([Link]
There are many more project management approaches and frameworks that organizations use. You might hear about them or want to explore them
on your own. These include Scrum ([Link] PRiSM (Projects integration Sustainable Methods)
([Link] and PRINCE2 (Projects IN Controlled Environments)
([Link] among others.

Key points
In a traditional project management approach, the names and number of project management phases will vary. The five traditional phases you’ll
commonly see are: Get started / The project manager
1. Initiate
10 Minutes
2. Plan
 The project manager (PM) leads a project team to deliver a The Eye of Competence can help you understand the competencies that a
solution or deliverable to the client according to the project balanced individual needs to have or develop to successfully manage a
charter, agreement, or contract, and uses the appropriate project. There are 29 competence elements, which are divided into three
project management processes and tools. domains:

PMs have the overall responsibility of managing the project’s • People

scope, cost, and schedule as well as the quality of the
• Practice
deliverables, which includes applying techniques for planning,
tracking, change control, and risk management. • Perspective

They provide day-to-day direction to the project team and

report project status to the client. Perspective
Overall, PMs are accountable for the success of a project. This The Perspective domain includes the methods, tools, and techniques through
includes meeting deadlines, maintaining quality standards, which PMs interact with the environment, as well as the rationale that leads
and staying within budget. people, organizations, and societies to start and support projects. There are 5
competencies associated with the context of a project.
Expand the following section to learn more about PM
responsibilities.
People

PM responsibilities
 The People domain includes the personal and interpersonal competencies
required to successfully participate in or lead a project. There are 10 competencies associated with the personal and social context of an individual.

Here is a summary of typical PM responsibilities:

Practice
• Oversee all aspects of a project
The Practice domain includes the specific methods, tools, and techniques used in projects to realize their success. There are 14 competencies
• Understand the project’s requirements, goal, and scope associated with the technical part of the project.

• Set deadlines, assign responsibilities, and monitor and report on progress The full list of competencies is shown here.
• Ensure projects are delivered on time, within scope, and within budget
Take a moment to review the competencies across the Perspective, People, and Practice domains.
• Develop a project plan and maintain comprehensive project documentation, such as a communications plan and risk management plan

• Manage changes to the project scope, schedule, and costs using appropriate tools and techniques

• Measure project performance using appropriate tools and techniques

• Manage the relationship with the client and all stakeholders

• Lead the team and coordinate with other teams

• Perform risk management to minimize project risks

• Track project performance

Project managers understand project requirements, determine strategies for projects, bring needed professionals with the right competencies
on board, and monitor the progress of the work.
[Link] 10/10/2025, 11:47
Page 9 of 61
[Link] 10/10/2025, 11:47
Page 10 of 61

IPMA competencies
The International Project Management Association (IPMA) ([Link] supports the development of individual competencies for
project, program, and portfolio management by providing a comprehensive list of competencies in three different domains within its global
standard, Individual Competence Baseline (ICB) ([Link]

Competence is defined as the application of the following:

• Knowledge is the collection of information and experience that an individual possesses, such as understanding the concept of a project
schedule.

• Skills are specific technical capabilities that enable an individual to perform a task, such as being able to build a project schedule.

• Ability is the effective delivery of knowledge and skills in a given context, such as being able to lead and successfully manage.

• Strategy • Self-reflection and self-management

• Governance, structures and processes • Personal integrity and reliability

• Compliance, standards and regulation • Personal communication

• Power and interest • Relations and engagement

• Culture and value • Leadership

• Teamwork

• Conflict and crisis

• Resourcefulness

• Negotiation

• Results orientation

[Link] 10/10/2025, 11:47 [Link] 10/10/2025, 11:47

Page 11 of 61 Page 12 of 61
 Perspective competencies

A PM should demonstrate various Perspective competencies at the start of the project, so the project is aligned well with the organization and
stakeholders are identified. These competencies include strategy; governance, structure and processes; compliance, standards and regulation;
power and interest; and culture and values.

People competencies

A PM should demonstrate many of the People competencies when executing a project. These competencies include personal integrity and
reliability, personal communication, leadership, teamwork, and resourcefulness, just to name a few.

A PM should continue demonstrating People competencies like self-reflection and self-management, and results orientation at the close of a
project when the focus is on meeting client expectations and learning from the project.

Practice competencies

• Design A PM should demonstrate the Practice competencies when initiating, planning, and executing a project.

• Requirements and objectives At the start of the project, needed competencies include requirements and objectives, scope, plan and control, stakeholders, and more.
• Scope
When executing a project, a PM should demonstrate competencies like design, time, quality, finance, risk and opportunity, and change and
• Time transformation.

• Organization and information

• Quality
Note: Although competencies from different domains are mentioned throughout the course, the focus is on the competencies from the Practice
• Finance
domain.
• Resources

• Procurement
CHECK THIS OUT!
• Plan and control
Visit the IPMA website to learn more about the Individual Competence Baseline for Project, Programme and Portfolio Management.
• Risk and opportunity
 IPMA ([Link]
• Stakeholders

• Change and transformation

• Select and balance

Get started / The stakeholders

[Link] 10/10/2025, 11:47 [Link] 10/10/2025, 11:47
All project management competencies, independent of the domain they belong to, are equally important.
Page 13 of 61 Page 14 of 61

However, emphasis on a particular domain may vary depending on the hierarchical level on which the individuals are and change as individuals are
progressing and moving from one level to the next during their careers. 2 Minutes

Source: M. Vukomanović, Building the Global Project Profession presentation at the IPMA SIG Smarter U conference for Project Management at Stakeholders are those with an interest in the project’s outcome.
Universities: From local to global, 2021
A stakeholder is any individual or organization that is actively involved in the
In this figure, you can see: project or whose interests might be affected, either positively or negatively, as a
result of project execution or successful project completion.
• At the operational management level, the focus is on the technical or Practice competencies
Stakeholders can be internal to the organization, such as the sponsor or client
• At the middle management level, the focus is on the behavioral or People competencies
for the project, top management, and all of the project team members.
• At the top management level, the focus is on the context or Perspective competencies
Stakeholders can also be external to the organization, such as an external
In addition, during the project implementation, different competencies are needed and demonstrated across each project phase. Let’s look at customer and a contractor or supplier that provides services or a product
some examples of this. needed by the project.

Expand the sections to review the competencies that PMs should demonstrate across project phases.

Important to know
What’s the timing?

• Wired Letters wants the new course as soon as possible. Time is of the essence!
• Identifying and communicating with the stakeholders is an important responsibility of the project manager. • CSTS has agreed on a time estimate of seven to nine weeks for the course development process.
• Most projects have a number of stakeholders, and they each have their own objectives for the project. The project manager must
understand these stakeholders and their respective objectives. Using this information, the project manager must ensure that what is
done on the project is consistent first with the project requirements and then with the stakeholders’ objectives. Ideally, the
Who’s who?
objectives of the different stakeholders are closely aligned. If not, a series of negotiations might be required to align the objectives. • Sam Green, Learning Director of Wired Letters, is the client. Sam is excited and ready for this digital course to make a big impact.
• Stakeholders can make or break the success of a project. One of the reasons for project failure is that stakeholders lose their • Vivienne Chen is the Program Manager at CSTS and is responsible for the overall contract execution.
commitment to the project. It’s important to keep stakeholders involved in the project.
• Natasha Verma is the assigned CSTS Project Manager from Vivienne’s team. Natasha has over nine years of experience as a project
manager in the learning profession. She is an excellent leader and very organized. Natasha must manage the team, scope, schedule,
and keep team morale up! Let’s see how she manages this project!

You’ll see how this project progresses as you advance through the course!

Get started / Mini quiz

5 Minutes

Let’s check your understanding of the concepts presented so far.

Initiate and plan a project / Purpose
Select I’ve checked it out! to begin. 2 Minutes

Every project has a definite start and finish. Projects are divided into phases and these phases comprise the lifecycle of the project. Remember,
there are many different models for the phases a project goes through during its lifecycle. In this course, the focus is on three traditional phases of
project management:
Get started / Project scenario background 1. Initiate and Plan

3 Minutes 2. Execute

3. Close
Throughout this course, you’ll be presented with examples to help illustrate key concepts as you learn about project management activities. The
examples are based on the following fictitious project scenario. You’ll learn about some of the project management activities and best practices that are recommended for each project management phase. If you
can grasp these phases, then you’ll have a good grip on what project management is all about!
Take a moment to read about the project to get familiar with the goal, client, and project manager.
You’ll begin with the Initiate and Plan phase.

Project scenario
[Link] 10/10/2025, 11:47 [Link] 10/10/2025, 11:47
Page 15 of 61 Page 16 of 61

What’s the project?

City Star Training Solutions (CSTS) is a corporate training provider that develops award-winning, tailor-made learning and
development programs for organizations. CSTS has a contract for a new learning program about to kick off. A global mobile app and
software development agency called Wired Letters needs a new, custom one-hour digital course for its employees to understand the
agency’s new virtual teaming tools for collaborating at work.

What’s the goal of the project?

• Wired Letters has experienced an increase in the number of employees who need or want to work from home.

• This workforce transformation reduces costs, but the agency needs to increase collaboration and productivity as employees work
virtually.

• The goal of the project is for the new digital course to achieve 90% or greater employee adoption of the agency's new virtual
teaming tools across all business units. Wired Letters has 1,320 employees.
 – Lewis Carroll, Alice’s Adventures in Wonderland (1865)

It’s understandable that projects often begin with great ideas or concepts, and participants are eager to get started on the work to develop the
great ideas or concepts. But, with this “ready-fire-aim” mentality, teams might start working without ensuring that there is a proper understanding
or definition or even the same mission and vision for the effort.

Let’s begin here, with how to initiate a project right and make sure everyone knows where they’re going!

Project charter
It’s critical for the PM and project team to begin with a clear idea of the desired outcomes, so the project starts well, keeps momentum, and stays
on track.

A project is often initiated and authorized through a project charter. It is issued by the project sponsor or client. The project charter may contain
various levels of detail depending on the organization or project. Typically, it’s a short document that explains the project in clear, concise wording.
It answers the question, “What will the project deliver?”

The project charter lays out the project and may have some of the following elements:

• Project title

• Goal or objectives of the project

• Business objectives

• Requirements, at a high level

• Short description of the project

• Scope

• Key deliverables

• Major events in the project, called milestones, that have a start and end date

Purpose: Once the organization authorizes the project, the project manager ensures that requirements are understood and the goals or objectives • Known risks at a high level
are agreed upon, establishes scope, defines the initial plans, and assigns tasks to the project team.
• Assumptions
In this phase, the project manager is determining and documenting:
• Budget
• What must be done? • Key stakeholders
• How will it be done? • Approval process
• When will it be done?
This list is by no means exhaustive. Organizations can expand or shrink the project charter based on their needs and standards.
• Who will do the work?
The project charter gives the project manager authority. The important
• What will it cost? activity for the project manager is to make sure the key stakeholders
all agree that the project is approved or authorized to begin and that
Start learning about this phase now. Select I’ve checked it out! and then select Next.
they support the project charter. It can be tempting to skip the project
[Link] 10/10/2025, 11:47 [Link] 10/10/2025, 11:47
Page 17 of 61 charter step. However, this one simple, low-effort, chartering activity Page 18 of 61

ensures that everyone is on the same page going forward.

Initiate and plan a project / Initiate the project A project charter is the guiding light for the project as it
progresses. If the vision is lost, the PM can use the project charter
to reset the course and remind everyone what the desired
10 Minutes outcome is, if needed.

“Would you tell me, please, which way I ought to go from here?”

“That depends a good deal on where you want to get to,” said the Cat.

“I don’t much care where—” said Alice. Project canvas

“Then it doesn't much matter which way you go,” said the Cat. A project canvas is a simple one-page overview that everyone involved can use to understand and communicate about the project.

“—so long as I get somewhere,” Alice added as an explanation. • It is a visual tool of the project charter components, such as the project’s purpose, desired results, team resources, and milestones (the major
events in the project).
“Oh, you’re sure to do that,” said the Cat, “if you only walk long enough.”

Project management is not just scheduling. Projects have many plans!

• Organizations may have a particular template for the PM to use to create one.
Projects have resource management plans, project schedules,
• The project team refers to it throughout the project to keep the vision in mind, monitor the project, stay motivated, and to orient new team communication plans, financial management plans, risk management
members. plans, stakeholder management plans, and so on. It is good practice
to think about all types of plans that should be included to make a
• The project canvas is also a helpful resource at the end of a project for the purposes of review and considering lessons learned.
project successful.

During the Initiate and Plan phase, a PM will draft the plans that are
needed for the project lifecycle. In this course, you will learn about the
Scenario: Wired Letters – Project Canvas project planning process to arrive at the project scope, schedule, and
cost. And you will get an overview of a risk management plan and a
communications plan.

Remember, Natasha Verma is the Project Manager from City Star Training Solutions (CSTS) who is leading up the new course The project planning process involves six steps that result in several
development project for her client, Wired Letters. The project is authorized to begin. Natasha created a project canvas to capture the deliverables for the PM to guide the project.
vision for the project for herself and the team.

Take a couple of minutes to study the project canvas so you understand the project, who is on the team, the deliverables, planned
Step 1: Define all activities
activities, and even some early-identified risks.
The first step in the planning process is to identify and define all activities and tasks that are required to create and deliver the project deliverables.
The PM accomplishes this by using a work breakdown structure, often simply referred to as a WBS. The purpose of the WBS is to organize and
define the project scope. A WBS is a hierarchical grouping of activities. Creating a WBS is simply a technique to “break down” the project into
smaller units so that the work can be estimated, assigned, and tracked. It is important for PMs to start the planning process by creating a WBS to
identify all project activities and tasks.

Scope refers to all the work necessary to complete a project. It is identified during project planning using a WBS. If the scope is not properly
defined early in the project, it can expand during the Execute phase because of unplanned activities. This is known as scope creep, and might
cause projects to fail.

Take a moment to review this simple example of a WBS for a project to host a banquet. This is in a diagram format.

 Download an accessible version of the graphic ([Link]

[Link] 10/10/2025, 11:47 [Link] 10/10/2025, 11:47

Page 19 of 61 Page 20 of 61

Initiate and plan a project / Plan the project The diagram is just one way to represent the project WBS. It could also be represented in an outline format as follows. When planning a project, a
PM typically uses a numbered list like this with an indented numbering system.
20 Minutes
 Projects create unique deliverables and estimating can be difficult for PMs and the team when working with the unknown. The most common
approaches are to:

• Gather input from experts

• Look to previous project experience and estimates

• Use tables and formulas

Important note: Effort is very different from duration. They are not interchangeable terms. Duration refers to the time required to complete the
task. It is the difference between one point in time and another. It’s important for PMs and teams to understand the difference and
communicate clearly. To further illustrate the distinction, if 2 equally skilled people work on the 12-hour task, it can be completed in 6 hours,
but the amount of work is still 12 hours of effort.

Step 3: Sequence the activities

The third step in the planning process is to identify dependencies between the activities that were identified in Step 1, and then organize them into
their correct order based on which tasks must start or complete before other tasks can start or complete. Simply said, with activity sequencing the
PM is putting the project activities into a logical order.

In projects there are tasks that cannot begin until other tasks are complete. The terms predecessor and successor are used to describe these task
relationships.

Example

An activity to install hardware cannot start until the hardware is delivered, and the hardware cannot be delivered until it is ordered. Now, let’s use
the terms predecessor and successor. Hardware delivery is a predecessor to hardware installation. Likewise, hardware installation is a successor to
hardware delivery.

There are other kinds of activity relationships in projects, such as:

• Sometimes activities must start and end at the same time.

• Sometimes activities must finish at the same time, but they can start at different times as long as they finish together.

• Other activities might have to begin at the same point in time, but they can finish at other times, and so on.

These relationships between project activities and tasks are often referred to as task constraints. PMs sequence activities by identifying these task
constraints so the project activities can be put into their logical order.

Step 4: Estimate duration

The fourth step in the planning process is to estimate how long each activity will take, or its duration. Task durations are very dependent on how
 Download an accessible version of the graphic ([Link]
resources are assigned to each task. This can be a challenging part of the planning process for PMs.

PMs estimate durations by assigning team members to each individual task based on their availability. PMs consider non-working days such as
TAKE NOTE
[Link] 10/10/2025, 11:47
Page 21 of 61
weekends, holidays, and vacations. There are several ways to make resource assignments.
[Link] 10/10/2025, 11:47
Page 22 of 61

• You can see there are three levels in the WBS example.

• Some of the level 3 activities could be broken down even further to level 4 and level 5. Examples

• At this time, notice that the WBS activities are not organized into any kind of order. They are only categorized by activity.
• A single person can be assigned to work on a task full time. An individual assigned to a 12-hour task can complete the task in 12 hours. Assuming
PMs can conduct a team brainstorming session to identify the activities that will need to be done to complete the project. A brainstorming session, an 8-hour workday, this task will be complete 1 and 1/2 days from its start.
where there are no right or wrong answers, allows everyone involved to list the activities that they think will be needed for the project. Gathering
this input helps to ensure that vital tasks are not overlooked. The PM can sort and organize the brainstormed list of activities into a WBS. • Multiple people can be assigned full time to work on the same task. If two individuals can work on the same 12-hour task at the same time, they
should be able to complete the work in 6 hours, or less elapsed time than one 8-hour workday.

Step 2: Estimate the effort • People can be assigned to work on a task for part of their time. A person who is assigned to work on a 12-hour task for half their time will work on
the task 4 hours each workday. The task will take 3 calendar workdays to complete.
The second step in the planning process is to estimate the amount of work, or effort, that it will take to complete each of the activities and tasks
that were defined in Step 1. • Combinations of full-time and part-time resources can work on a task. A full-time person and a half-time person can complete the task in 8
hours. In theory, if the full-time person works on the task for 8 hours and the half time person works on the task for 4 hours, they can complete it
Effort refers to the amount of work required to complete a task. It is usually expressed in terms of person days or person hours. For example, “12 within one 8-hour workday.
hours of effort” means if 1 person worked on this task non-stop that that individual can complete the task in 12 hours.
The art of the planning is to figure out how to best use resources to change task durations and dependencies so that the project can complete as
soon as possible and to determine if desired project completion dates are feasible.

Let’s see how the PM Natasha estimates the costs of some tasks. In the Wired Letters course development project, Natasha knows
This is where project management software and tools are very useful for project managers. Such tools can help PMs create a Gantt chart. This is a
who the assigned CSTS team members are:
popular method that PMs use to develop a project schedule. Schedules are one type of plan that organizes the work of a project along a time scale.
Gantt charts help visualize the project. They are structured like a spreadsheet on the left and a timeline on the right. They show all project tasks in • Anya Valeeva, Instructional Designer
order and how they are interdependent, with a horizontal status bar for each task that has a start and finish date. This provides PMs with an
interactive roadmap they can monitor and update throughout the project lifecycle for accomplished tasks, changes, and so on. • Sunit Chandra, Graphic Designer

• Peter Singer, Course Programmer

• Maria Cortez, Quality Assurance (QA) Tester

Scenario: Wired Letters – Project Schedule
Looking at her Gantt chart for the schedule, the task “Draft course outline” is assigned to Anya and the estimated duration is 24
hours. Natasha multiples Anya’s hourly billing rate of USD 65 by 24 hours to estimate the total cost for the task to be USD 1,560.

Natasha Verma followed the previous steps to define the project activities, estimate effort, sequence the activities, and estimate Then, there are some other tasks that need to be performed by multiple team members at the same time. So, when Natasha estimates
duration. She used an online tool to develop the project schedule using a Gantt chart. the “QA and test course” task that is a total of 12 hours, she considers that Anya, Peter, and Maria will divide the work equally and she
calculates their hourly billing rates, as follows:
Notice there are phases of work and tasks on the left with planned dates across the timeline on the right. This schedule shows the
project will meet its milestones from the project canvas, such as starting testing on July 2. The schedule also shows the project is • Anya will work for 4 hours and her hourly rate is USD 65, totaling USD 260.
planned to complete on time on July 12. • Peter will work for 4 hours and his hourly rate is USD 71, totaling USD 284.

Take a couple of minutes to study the project schedule so you understand the work planned and durations, and the sequencing of the • Maria will work for 4 hours and her hourly rate is USD 76, totaling USD 304.
activities.
This task to ensure the quality of the course is estimated to cost a total of USD 848.

In addition to resource costs, the PM must estimate all other costs related to the project. This could include materials, software, tools, travel
expenses, and so on.

Project managers are responsible for estimating costs upfront here and then budgeting and controlling costs so that the project can be completed
within the approved budget. The PM can monitor and control costs by entering them in a Gantt chart using the organization’s software or online
project management tools.

Step 6: Try for fit

The sixth step in the planning process is to put it all together. The PM determines if the scope, time, and costs included as part of this project
planning align with the project objectives that were shared in the project charter. The PM might need to adjust and iterate until the scope, time, and
costs are acceptable.

• Scope: The work necessary to complete the project

• Time: The schedule that covers the duration of all project tasks

• Cost: All costs associated with the project

The plan must adjust to the triple constraint, or project management triangle, which refers to the scope, time, and cost limitations that apply to
[Link] 10/10/2025, 11:47 [Link] 10/10/2025, 11:47
Page 23 of 61 every project. Page 24 of 61

Step 5: Estimate cost

The fifth step in the planning process is to produce an estimate for the overall project cost. PMs do this by estimating the cost of each WBS activity
identified in Step 1 and then summing the individual costs to derive the overall project cost.

PMs calculate the cost for a project task by multiplying a resource’s billing rate by the estimated task durations for all resources assigned to the
task.

Scenario: Wired Letters – Estimating Task Costs

 project. It documents:

• The type of communication

• The target audience for the communication

• The purpose of the communication

• The date or frequency that the communication will occur

• The method or format to use

• The person responsible for the communication

This concept is a The two primary types of communications that a PM documents in a communications management plan are meetings and reports.

Virtual teams affect the types of meetings to plan and the communications media the PM needs to arrange.

Communications management plans are unique to every project. The plan ensures effective communications across the team, sets expectations
for the team, keeps the team updated, and contributes to good stakeholder management. Communication is critical to keeping a good relationship
with the client, and this plan helps the PM maintain a shared understanding of what is happening and what should be happening throughout the
project.

When communicating with the client and stakeholders, it is important to check that the right people are receiving the right messages. Different
messages are often directed at different levels within organizations.

The PM should review and update the communications management plan as necessary during the life of the project.
cornerstone of project management. The success of a project rests on these three pillars.

However, there are certainly other internal and external factors that might affect a project. Other constraints must be balanced, such as
sustainability, impact, relevance, and customer satisfaction.
Scenario: Wired Letters – Communications Management Plan
At the end of the six steps in the planning process, the PM will have what is called a “baseline” for the project from which to manage, using a work
breakdown structure (WBS), a Gantt chart or project schedule, and any other plans.

The PM creates and maintains many plans, depending on the project and organization’s requirements and the project management methodology. Natasha is using her organization’s template for the project’s communications plan.
Next, you’ll learn about two more plans that are common and valuable to projects:
Take a couple of minutes to study each line for the planned communications activities, which include meetings and reports.
• Communications management plan

• Risk management plan

Initiate and plan a project / Communications management

plan
[Link] 10/10/2025, 11:47 [Link] 10/10/2025, 11:47
Page 25 of 61 Page 26 of 61
7 Minutes

The PM is responsible for building and maintaining communication

links during a project. This is critical for project success.
Communications between the project manager, team, and
stakeholders is crucial. Getting client feedback on a deliverable,
asking a teammate where a file is saved, conducting a review and
approval process, hosting a status meeting, and other daily project
tasks all involve communication.

Communications management is the effective handling of

communications for a project. It ensures that the appropriate
communication channels exist with the appropriate people for the
 Download an accessible version of the graphic ([Link]
exchange of essential information so the project functions smoothly.

During the Initiate and Plan phase, a PM develops the

communications management plan to define how information will be
organized and shared to effectively manage communications for the

Natasha is also using her organization’s template for the project risk log. She identified a couple of risks at the start of the project when
considering the project scope and providing the visual project canvas to the team.

In her project risk log, Natasha is assessing and color-coding risks so there is a visual display of:
Initiate and plan a project / Risk management plan • The likelihood of the risk occurring

7 Minutes • The impact if the risk occurs

• The severity, based on the likelihood and impact

Risks are inherent in any project. All projects have some degree of uncertainty because of the assumptions associated with them and the
environment in which they are executed. PMs cannot eliminate project risks entirely, but PMs can anticipate, reduce, and mitigate many risks. What Take a moment to see how she logged the risks in the risk log, and how there is room should she identify more risks to the project.
could be a risk to a project?

Examples

• The project purpose is not well-defined and causing confusion.

• There is a change in scope (scope creep).

• There is an error in estimating the cost of a resource or asset needed for the project.

• The client asks for additional work or a new deliverable because of a new direction.

• An unanticipated legal review is causing delay.

• Stakeholders require more review time than what was planned.

You can see risks can often lead to impacts to project scope, time, and cost.

Risk management is the process of anticipating future events that could negatively impact the project and then defining the activities to minimize
the probability and impact of those events.

Risk management helps PMs prevent surprises and avoid

“management by crisis.” Risk management is part of the  Download an accessible version of the graphic ([Link]
planning endeavors during the Initiate and Plan phase. The
PM should develop a risk management plan.

Shown here is a basic example of what a risk management

plan could look like. It documents how the team will monitor
and respond to risks that could impact the project. It can be
simple or complex, depending on the project and the
organization’s standards. At a minimum, the PM will answer:

• When and how will the risk be assessed? Initiate and plan a project / Assemble the project team
• What is the responsibility of the “risk owner”?
6 Minutes
• When does a project risk trigger an escalation?
Project managers cannot manage the project alone; they need a team
Risk management is usually done on larger projects, but even
[Link] 10/10/2025, 11:47 of skilled people! A PM can build a successful project team by taking
[Link] 10/10/2025, 11:47
Page 27 of 61 Page 28 of 61
for small teams, a short sync-up with the team to help identify the following steps:
potential problems in the plan helps guard against the
unexpected and ensures that you have a plan of action in case 1. Select the right project team members with the right knowledge,
the unexpected does occur. skills, abilities, and experience that the project demands.

Once the risk management plan is set up, the PM must track 2. Organize the project team around a common set of values and
and control risks. The PM can do this by creating a risk log. A ensure they are all introduced to the project charter.
risk log documents the identified risk, estimated risk severity, 3. Ensure open, easy, frequent communication across the project
planned response, and risk owner for all risks on a project. The team and use the communications management plan.
PM should review and update the risk log at regular intervals
during team meetings throughout the project lifecycle. 4. Maintain the project team after it is formed and pay attention to
consistently:

• Motivate the team members

Scenario: Wired Letters – Risk Log • Recognize and reward team behavior and successes

• Respond to changes in a timely way as team members are added or leave the project team
 When a group of individuals truly becomes a project team, they are committed to the team’s values and objectives. They learn to work well and agreed on the deliverables.
together, enjoy working together, and most importantly they produce the high-quality results that are key to a successful project.
• Natasha also showed them the Gantt chart, so she feels confident everyone knows the project schedule, including the ordering of
the tasks.
Project kickoff
• Natasha asked everyone to share planned vacation time so she can consider these requests as part of the schedule.
What is the purpose of a project kickoff meeting? And, what do PMs
• And, the team discussed how they will work together. They plan to have a project team call every Tuesday and Thursday, and to stay
need to cover and achieve to start a new project on the path to
in touch using email and the team’s online board to share findings and ask questions so they can work as efficiently as possible.
success?
• Everyone was excited for the new Wired Letters project and ready to begin the next day!
The Initiate and Plan phase includes a project kickoff meeting. This is
the first meeting with the project team, stakeholders, and the client. • Natasha felt like she got buy-in from her CSTS team and the client, Sam Green, and the SME, Teresa, from Wired Letters.
The purpose of the meeting is to ensure everyone understands the
project, including the scope and schedule, and how the project team After the meeting, Natasha sent meeting notes, set up an online project folder on Wired Letters’ shared platform to store all
will work together. documentation, and gave everyone access.

The PM should set an agenda and facilitate the meeting to clearly Natasha also set up a one-on-one call with Anya (instructional designer), Sunit (graphic designer), Peter (course programmer), and
communicate what the project team needs. The PM should cover Maria (QA tester) to go over their assigned tasks, make sure they have the resources they need, and answer any questions.
topics such as the following.

• Introductions: Take some time to introduce or let everyone

introduce themselves. This might be the first time some people are
meeting each other. Especially in business, projects could involve
people from various fields or organizations that do not typically work together.

• Project background: This is likely the first time most of the project team is learning about the project. Why are they getting together? Take some
time to share and agree upon the project goals, business objectives, and purpose of the project.

• Scope and deliverables: Spend a good amount of time on this topic. Be sure that everyone understands what is in and out of scope for the
Initiate and plan a project / Wrap-up and mini quiz
project, and what deliverables the project team is expected to provide at the end. The project team needs to understand what success looks like
for the project. 8 Minutes

• Roles and responsibilities: Identify all the groups and individuals who are working on the project and share a short description of their roles
across the project lifecycle. Make sure everyone understands what is expected of them here at the start of the project. “Before anything else, preparation is the key to success.”

• Schedule: At a high level, it’s important to communicate the high-level project schedule. What are the major milestones and key dates? – Alexander Graham Bell, inventor, scientist, and engineer

• Ways of working: How will the team work together? Share the communications plan for meetings and reports and encourage open You should have a good understanding of the Initiate and Plan phase. Having a plan for how to get things done is the foundation to delivering any
communication. project well. Remember, the purpose of this phase is to ensure the goals or objectives are agreed upon, establish scope, define the initial plans,
kick off the work, and assign tasks to the project team.
Depending on the project, other topics can certainly be included.

Keep these PM best practices and considerations in mind for the Initiate and Plan phase:
The project kickoff meeting is an opportunity for the PM to set the tone for the project, motivate the project team, and instill confidence in the
client. Done successfully, a project kickoff meeting will help contribute to the success of the project. • Avoid tendencies to jump right into project execution activities. Schedule planning meetings with the project team, and include time for
planning in project schedules and estimates.

Delegate tasks to the project team • Get the team’s buy-in and involvement early. The people who do the work should help plan the work. The people doing the work know best
what is required to deliver the project.
Once the project team is assembled and the project is kicked off, the project manager must assign tasks to each team member based on their
competencies. The PM has done all of the project planning so far and now the PM shares10/10/2025,
[Link] out the assignments.
11:47 The PM should be specific, provide • Also, get the clients and stakeholders involved early and often.
[Link] 10/10/2025, 11:47
Page 29 of 61 Page 30 of 61
start and end dates for each task, and show the project team members where they can find the project schedule. This is where various project • Change is inevitable and constant. Be prepared to replan. Some things are within a PM’s control and other things are outside of the PM’s
management tools and software can be used, depending on the organization’s standards. control. A risk management plan and continuous reviews of the risk log can help respond to risks quickly.

The PM will support, monitor, motivate, and empower project team members, and track the completion of the tasks in the next phase, Execute. • If the communications management plan is well-defined and was successful, save it for reuse on similar projects.

Scenario: Wired Letters – Project Kickoff Interested in learning more?


Here are some curated online videos and resources to check out if you want to explore more about the topics you just learned about:
Natasha and the project team are ready! They successfully conducted a project kickoff in a virtual meeting on the date that Natasha
planned. Here are some highlights about how it went. • Top 3 Project Planning Steps ([Link] a video by [Link]

• Most of the CSTS team members knew each other from previous projects, but Natasha made sure to conduct introductions because • Project Planning in Project Management ([Link] a video by Simplilearn
the external stakeholders needed to meet everyone. Teresa Novak, the Wired Letters IT Tooling Lead, is going to be the subject • A Project Manager’s Guide to Work Breakdown Structure ([Link] an article by
matter expert (SME) for the course. She was happy to meet the team, as was Sam Green, the Wired Letters Learning Director. Emily Luijbregts for The Digital Project Manager

• When talking about the project scope and deliverables, Natasha took the team through the project canvas. The team understood •

How to Create a Gantt Chart in Google Sheets ([Link] a video by Vertex42 The Execute phase is when the project team builds the deliverables, and it’s when the project manager implements the plans to manage and
monitor the team’s activities.
• Free Project Management Templates ([Link] provided by [Link]

• Project Communication Plan Examples and How to Make One ([Link] This phase includes all of the tasks the project team will perform that directly lead to the development of project deliverables. This includes

plan/), an article by Natalie Semczuk for The Digital Project Manager activities such as writing code, manufacturing hardware, providing services to implement an IT solution, writing marketing content, creating a
learning program, testing software, and so on. In addition, the project manager performs critical tasks, including:
• How to Build a Great Project Communications Plan ([Link] a video by Online PM Course - Mike Clayton
• Managing the schedule, tasks, and cost
• Project Risk Management - How to Manage Project Risk ([Link] a video by Online PM Course - Mike Clayton
• Leading the project team and resources

• Encouraging teamwork and facilitating meetings

• Resolving conflicts and crises

Let’s wrap up with a mini quiz to check your understanding of the concepts presented.
• Managing reviews, approvals, and the quality of the deliverables
Select I’ve checked it out! to begin.
• Managing changes

• Reporting on progress

The Execute phase takes the longest amount of time compared to the other phases. It’s where most of the development work and cost of the

Execute a project / Purpose project is expended.

Start learning about this phase now. Select I’ve checked it out! and then select Next.
2 Minutes

The project manager and the project team worked through the planning of the project in the previous Initiate and Plan phase and now they have a
solid strategy for the project!

Let’s move forward in the lifecycle to the Execute phase of project management.
Execute a project / Manage schedule, tasks, and cost
12 Minutes

The goal of a project manager is to deliver the project on time and within budget. PMs use their knowledge and skills and project management
tools to do their best to control the process to maintain the schedule and budget. But, things do not always go according to plan. The PM must
always monitor, day-to-day and week-to-week, to catch any issues quickly and determine solutions quickly to maintain control.

Schedule management
Are due dates being met that match the schedule and are in-scope?

Effective schedule management means greater productivity. The PM created a “baseline” project schedule in the Initiate and Plan phase. The PM
must now monitor the schedule to make sure the project stays on track. The PM will use this project schedule to:

• Track the progress of the project (what was planned versus actual progress)

• Report how the project is progressing to the team and sponsor or client

• Determine whether to revise the project to meet major milestones and completion dates
[Link] 10/10/2025, 11:47
Page 31 of 61
• Determine whether to accept or reject a change based on how it affects schedule, tasks,
[Link]
cost, and the project completion date
10/10/2025, 11:47
Page 32 of 61

Overall, the PM monitors project progress and compares it against the plan to identify variances so the PM can take corrective actions, when
necessary, to keep the project on track. When considering a course of action to take to address a variance, projects have fairly limited options. This
is actually a good thing from a project management perspective. Remember the triple constraints: scope, time, and costs.

If the PM can adjust the “baseline,” then the PM has these options:

• Add resources, which increases cost

• Add time, which impacts the schedule

• Reduce the deliverables, which impacts scope

• Implement some combination of the above that is acceptable to all involved

If the PM cannot adjust the “baseline,” then the PM must identify more creative ways to stay within scope given the resources allocated to the
Purpose: The project team collaborates to complete assigned tasks and the project manager focuses on monitoring all activities to create the project. Options might include:
product or service, as detailed in the project plan.
• Re-allocate resources
 The PM is responsible for establishing the standards by which the project will be measured and the plans that define how the project will be
• Re-prioritize work
executed.
• Re-sequence work

Task management
2. Observe performance

Is the right work being performed at the right time? After a PM establishes the plans, procedures, and standards, the PM observes how the project is progressing. In this step, performance information
is collected from several sources, including meetings, reports, briefings, letters, audits, and observations.
The project team is executing their tasks in this phase. To make sure a task is done correctly and within the project schedule, the team needs to
know their tasks and the PM needs to manage every step along the way.

Cost management 3. Compare planned with actual performance


Is the project on budget?
When a PM has collected appropriate performance information, the PM then compares the project’s status with the standards and expectations.
Just as the PM planned a schedule, the PM also has a planned budget. But that does not mean the PM’s job is done. The original, allocated budget This step answers two questions:
is a “baseline” from which the PM can measure the actual spending during a project. The PM must always monitor cost expenditure and control the
project costs to keep them within the agreed budget. 1. How is the project doing?

2. And, if variances from the original project plan have occurred, what caused the variances?
Many projects require having to purchase, rent, or contract with outside resources or vendors. This process is called procurement. It’s a part of
the costs that a PM must manage.

4. Take corrective action


Project tracking and control
Finally, the PM decides what, if any, corrective action should be taken. This step involves activities such as revising plans, reallocating resources,
Tracking and control is an essential part of project management that contributes to project success. and changing the way the project is organized or managed.

Tracking is the way the PM keeps a project moving. Unfortunately, projects often get delayed because the tracking part of the project is executed
improperly. The scenario usually goes something like this:
Based on knowledge and experience, a PM will get better and better at detecting issues and finding solutions.
“The PM has a conversation with a resource at a meeting, by phone or in a chat room. The resource tells the PM they have it under control and will
have it done by an agreed time. The PM assumes the resource will do what he or she promised. Come status time, nothing has been done. Excuses
range from “I’m waiting for somebody to finish a task” to “My computer got burned when my car caught on fire after entering Chilly Willies to buy a
coffee.” However, when the PM asks why the resource didn’t say something, the answer is usually “You didn’t ask!” The moral of the story is that Scenario: Wired Letters – Project Tracking and Control
the PM needs to follow up before the target date for a task. A simple email on how things are going with the task should suffice.”

Source: 9 keys to successful project management ([Link] IBM Systems Lab Services whitepaper by
Eliuth Pomar, Svetlana Tuncheva, and Kalina Goranova, 2023. On a Tuesday project team call, the instructional designer, Anya, shared she planned to work on the course outline that day with the
SME, Teresa, but their meeting was postponed. Teresa asked to reschedule it to Thursday.

Natasha was quick to review the project schedule and noticed this could present a delay. The plan is to complete the “Draft the course
A good project tracking discipline helps project teams
outline” task over 8 business days and within 24 hours of time for Anya. This would mean missing two possible business days for
understand as early as possible when corrective action is
Anya and Teresa to draft the course outline. Remember, Natasha knew and had identified early on that Teresa’s lack of availability to
needed. As work proceeds, the PM will expand or refine the
[Link] 10/10/2025, 11:47 support the course development effort was a risk.
[Link] 10/10/2025, 11:47
plans on a regular basis. PMs can use a variety of project Page 33 of 61 Page 34 of 61

tracking methods, such as using a template from their Natasha does not want this task to slip. She made the decision to send an email to Teresa, copying Anya and the client. She shared
organization or approved project management software. For that the team wants to avoid any delay working on the course outline so it can be completed on time and subsequent tasks stay on
instance, you learned about the Gantt chart. The PM can track. Natasha proposed meeting the next day, Wednesday, instead of Thursday. Teresa emailed everyone back that she understood
perform all schedule, task, and cost management tasks in a and could be available for a one-hour virtual meeting on Wednesday. Natasha replied to all, “Wonderful and thank you!”
Gantt chart to track the “baseline” and actuals.
You can see how important it is for a project manager to always monitor the team’s performance and listen to everyone’s status to
The project control process, like many other project determine if there are any project impacts. In this case, Natasha took a simple and quick corrective action to ensure the task stayed on
management activities, is an iterative process the PM repeats schedule. The one-day adjustment did not impact cost or the schedule.
many times throughout the lifecycle of a project. Overall, the PM
is responsible for executing these four project control steps.

Expand each section to learn more.

1. Establish standards


Execute a project / Lead the project team

6. Manage stakeholders. PMs must identify the individuals who are
the “influencers” who can affect the project. This also involves
knowing the goals of the stakeholders and choosing the right
6 Minutes approach to manage them and their expectations.

7. Engage in continual project management planning. PMs should

Once the Execute phase begins, the PM’s planning will lead the way, but project teams need guidance and leadership is a vital competence for the
consider input and feedback from the project team as they
PM. PMs craft their own leadership style and methodology to build and lead a strong project team.
manage the project daily.

High-performing project teams

The PM is responsible for leading and motivating people to ensure the project team is high performing. This means that the project team has high
morale and is getting the job done. It’s also about talent, trust, the physical environment, and recognition. A project team could be considered high
performing if:

• The breadth, depth, and caliber of project manager and project team knowledge, skills and abilities are appropriate for all phases.

• Morale, motivation, energy, and collaboration across the project team is high.

• Environment and facilities support productive and effective teamwork.

• Roles and responsibilities are clear.

Healthy signs of a team

• Morale is good.

• There is open communication.

• The team is diverse.

Unhealthy signs of a team

Project meetings
Every project requires regularly scheduled meetings to keep the team focused.
• Tension can be felt.
Expand each section to learn about types of meetings.
• Turnover of team members is high.

• Working conditions are poor.

[Link] 10/10/2025, 11:47
Page 35 of 61
[Link] 10/10/2025, 11:47
Page 36 of 61

Kickoff meeting

A project manager will host a kickoff meeting at the very start of the project, during the Initiate and Plan phase. You learned the purpose of this
meeting is to introduce the team, understand the project background and goals, and lay out what needs to be done from start to finish by the team.
Here is a list of some project management techniques that PMs use to successfully lead the project team.

1. Establish a clear project scope. PMs must define and communicate the scope of the project.

2. Plan globally and think locally. PMs must keep the entire scope of the project in mind while being ready to act decisively on a day-to-day basis.
Essentially, keep the “big picture” in mind and be detail-oriented at the same time.
Status meetings

3. Promote teamwork and collaboration. PMs must use their team-building skills and encourage collaboration. Then, there are periodic status meetings for the project team during the Execute phase. Project status meetings keep the momentum going for the
project. They serve to keep everyone informed and hold all team members accountable for completing their tasks.
4. Provide tools and resources. PMs must provide the project team with the tools and resources they need to be productive and stay in close
communication, whether the team is working at the same location or working remotely.
Note: In an Agile approach to managing projects, the project team meets more often (in some cases even on a daily basis) either to check the
5. Anticipate and address conflict. PMs must use their leadership and conflict management skills to proactively address potential issues among status of the project (what is done and how it was done), and/or to plan what needs to be done in the next iteration of the project (and what
the project team members, client, or stakeholders. impediments might arise).
 When managing a multicultural team, PMs must consider variations in social customs, time zones, protocol practices, and language proficiency.
Stakeholder meetings
 Failure to recognize differences often leads to hurt feelings and misunderstandings that might affect the smooth functioning of the project team.

Here are some general, helpful guidelines for PMs and project teams:
The project manager will also host stakeholder meetings to update stakeholders, perhaps monthly. These meetings are usually for the most
influential stakeholders. A well-organized meeting in this case is critical for making a positive impression. It’s important for the PM to keep • Conduct project meetings during times that are waking hours for all participants.
stakeholder attention and support throughout the project to ensure success.
• Be considerate of holidays and work hours, both of which differ across cultures.

• Avoid using slang, colloquialisms, and nuances when communicating with people for whom the language in use is not a first language.

• Avoid humorous remarks because they are not always funny in other cultures.

• Be considerate of other cultures’ protocols. These might include showing respect for management, avoiding public appraisals, and deferring to
senior members.

Scenario: Wired Letters – Stakeholder Meeting

Embrace all cultures! Culture exists in many forms and places, and in professions, organizations, and departments.

Since Wired Letters is a new client for CSTS, Natasha decided to add a monthly stakeholder meeting to her communications
management plan. Natasha wants to ensure CSTS makes a positive impression, and she needs ongoing support from all stakeholders.

Execute a project / Manage quality

She hosted the first virtual meeting on the last Thursday of the month with the CSTS internal stakeholders and Wired Letters external
stakeholders:

• Vivienne Chen, CSTS Program Manager

3 Minutes
• Dilip Karnam, CSTS Marketing Director
It does not matter if the PM delivers the project on time,
• Sam Green, Wired Letters Learning Director (client)
meets every milestone, and completes the project on
• Teresa Novak, Wired Letters IT Tooling Lead budget if the deliverable does not meet quality standards.
That’s why project quality management is so important.
Everyone was engaged and interested in finding out about the progress of the virtual tooling course. Sam asked a couple of questions The final product or service must be of high quality.
and Natasha provided informative answers. Natasha also asked Teresa if she anticipated being able to devote SME time to the Remember the triple constraint? Quality is at the center!
upcoming tasks, and she confirmed she would.
The PM is responsible for ensuring that the overall project
This meeting and the upcoming stakeholder meetings will certainly help in the project’s continued success! satisfies quality criteria. The PM does this by establishing
a plan for quality, performing quality assurance, and
performing quality control.

Expand each section to learn more.

Running a successful meeting Establish a quality plan


In general, the project manager needs to do the following to host productive meetings:
• The PM creates a quality plan as part of the project
• Have an objective and set an agenda in advance to plan for what the planning at the start of the project, and then maintains it throughout the project lifecycle.
meeting will accomplish and to have a valuable conversation.
[Link] 10/10/2025, 11:47 [Link] 10/10/2025, 11:47
Page 37 of 61 • It identifies requirements for the quality of the deliverables and the team’s process for meeting
Page 38 ofthe
61 requirements.

• Facilitate the meeting, which includes introducing the participants if

they have not met yet, discussing topics and presenting documents • It also includes metrics for measuring quality to meet stakeholder expectations.
based on the agenda, validating decisions being made, and gaining
agreement on next steps to take.

• Share out meeting notes about what was concluded and update any
project planning or reports, as necessary.
Perform quality assurance

• Quality assurance (QA) is simply the process of assuring that the quality plan is adequate for the project and that the project quality plan is
followed.

• The PM uses quality assurance to make sure the project is working towards the deliverable to meet quality requirements.

• It helps drive client and stakeholder satisfaction and prevent troubled projects.

• The PM could use a process checklist or a Gantt chart to keep track of quality targets.

Considerations for a multicultural team

Perform quality control


About midway through the project, Sam Green set up a virtual meeting with Natasha. He shared the purpose of the discussion was to
• The PM must monitor quality throughout the project lifecycle to ensure quality requirements are met. go over a new development regarding the Virtual Tools for Collaboration course.

• If the quality requirements are not met, the PM needs to adjust to get quality back on track. The experienced PM Natasha is anticipating a project change! What could it be?

• Some ways the PM can ensure that the quality of the deliverable is being achieved are through a coordinated review and approval cycle and Expand each section to find out how Natasha will handle this project change request.
testing. For instance, there could be a QA lead on the project to perform testing to ensure quality deliverables.

1. Identify the change


A key to effective project leadership is for the PM to instill in the project team the importance of focusing on the quality of their work and the
quality of the products and services they are delivering. When they met, Sam said his Learning and Development team realizes it’s critical for Wired Letters to measure employees’ learning.
He wants to add a final assessment to measure the learning of the concepts presented in the course. Natasha understood and agreed
this is a good instructional strategy and best practice. She gathered the requirements from Sam and offered the features that City Star
Training Solutions can provide. She confirmed an online final assessment could be integrated in the course. Natasha shared this would
impact the scope of the project, and Sam understood.
Execute a project / Manage change Natasha asked Sam to fill out the PCR template to formally capture the description of his change request.

8 Minutes

Projects seldom proceed according to plan. Changes are inevitable and cannot be ignored. When unplanned events or exceptions occur during the
Execute phase, the PM will use a project controlling procedure called change management. Change management is a formal process to record and
2. Investigate the change

track changes to a final resolution, which can be accepted and included, deferred, or rejected.
Once Natasha received his PCR, she did her investigation. She estimated the schedule and cost impacts due to this scope increase for
The purpose of change management is to avoid unauthorized work, “slippage” in the project timeline, extra cost or “scope creep,” and a new deliverable: the final assessment. She consulted with her team, in particular the instructional designer Anya and course
communication problems. Some changes in projects impact the triple constraints (scope, time, and costs) and some changes do not. programmer Peter, to confirm her thinking and estimations since they would be performing the new work.

The ability to manage change is a critical skill for PMs to have. The PM should define the steps for handling changes on every project in a change Natasha concluded the schedule will be impacted and need an additional 4 days. She also calculated that the change request would
management plan. This procedure should be clearly stated and documented during the Initiate and Plan phase. Everyone must understand how cost USD 1,218. She updated the PCR document and submitted it to Sam and her CSTS program manager to consider for approval.
project changes will be identified, documented, tracked, communicated, reviewed, approved, and implemented. PMs can use a change tracking
tool or template from their organization.

PMs use the change management process to ensure all proposed changes are:
3. Implement the change

• From authorized people Both parties approved the PCR!

• Assessed for impact to the project schedule and cost

• Approved by the right people

• Communicated properly to everyone Take a moment to open and review the approved PCR to check out the details.

Steps to manage change

[Link] 10/10/2025, 11:47 [Link] 10/10/2025, 11:47
Page 39 of 61 Page 40 of 61
([Link] Project change request
When managing change on projects, PMs follow these overall steps:

1. First, identify the change. The PM will clarify the scope of the requested change and document it in a project change request (PCR) form. Who
is requesting the change? Why is the change needed? What effort is needed to investigate the change? The PM decides whether to approve, ([Link]
reject, or defer the change request.
Next, Natasha will update the project schedule (Gantt chart) and increase the budget to accommodate this change, and the team will
2. Second, investigate the change. The PM will analyze the change request to determine the impacts of the change to the project and its benefits.
perform the work to design, develop, and integrate a final assessment in the course. She will also post this documentation in the
Is an alternative possible? Or, is the change needed for the project to succeed? The PM reviews all changes to determine if the scope, schedule,
team’s project folder.
or budget are impacted, even for seemingly simple day-to-day changes. And the PM estimates the cost of the change request.
You can see how Natasha followed the overall change management steps to identify the change, investigate the change, and
3. Third, implement the change. The PM will make sure the PCR is formally approved by the right stakeholder. The PM will update the project
implement the change.
schedule, budget, and scope as required. The PM allocates team members to handle the change. The PM will document the change and
communicate the impact and change details to stakeholders, including the person who requested the change. The team will implement the
change to the project.

Scenario: Wired Letters – Project Change Request

 Execute a project / Wrap-up and mini quiz
Execute a project / Report progress
7 Minutes
7 Minutes

“A good plan today is better than a perfect plan tomorrow.”

The PM job requires many hats. Not only do PMs motivate and lead their teams to success and plan and monitor the project, they must also report
on the project progress. – George S. Patton, general in the United States Army

A project status report is a document that describes the progress of a project within a specific time period and compares it against the project plan. You should have a good understanding of the Execute phase. Remember this phase requires the most time, work, and cost. Its purpose is to
Project managers use status reports to keep stakeholders informed of progress and monitor costs, risks, time, and work. The status report for a implement, perform, manage, and control the work that is defined in the planning phase. While the team is executing their tasks to deliver the
project will generally include the following: product or service, the PM is juggling many tasks at the same time, including:

• The work that’s been completed • Managing the schedule, tasks, and cost

• The plan for what will follow • Leading the project team and resources

• The summary of the project budget and schedule • Encouraging teamwork and facilitating meetings

• A list of action items • Resolving conflicts and crises

• Any issues and risks, and what’s being done about them • Managing reviews, approvals, and the quality of the deliverables

• Managing changes
The true value of a project status report lies beyond its use as a communication channel. It also provides a documented history of the project. This
gives PMs historical data, so the next time they are planning a similar project, they can avoid any missteps or bottlenecks. • Reporting on progress

Source: The Ultimate Guide to Project Status Reports ([Link] by [Link].

PMs can use an online reporting tool or template from their organization. It’s common for the PM to write and share out a report on a weekly basis
throughout the project. It’s also common to use color-coding in a project status report to easily visualize status.
Interested in learning more?

Here are some curated online videos and resources to check out if you want to explore more about the topics you just learned about.

• Management Styles: Which Type of Manager Are You? ([Link] a video by The Digital Project Manager
Scenario: Wired Letters – Project Status Report
• How to Successfully Execute a Plan ([Link] a video by [Link]

• How to Monitor Daily Progress as a Project Manager ([Link] a video by [Link]

Natasha is using her organization’s template for the project status report.
• How to Create Highly Effective and High Performing Team ([Link] a video by OeLean
Take a couple of minutes now to open and study the report to see what the team has accomplished, what is coming up, and the color- • 7 Secrets for Effective Team Communication ([Link] a video by [Link]
coding she used for the milestone status.
• How to Make a Change Management Plan ([Link] a video by [Link]

• How To Build Project Status Reports + Template and Examples ([Link] a blog by
Robyn Birkedal for The Digital Project Manager
([Link] Project status report

([Link] 10/10/2025, 11:47

[Link] Let’s wrap up with a mini quiz to check your understanding of the concepts presented.
[Link] 10/10/2025, 11:47
Page 41 of 61 Page 42 of 61

Select I’ve checked it out! to begin.

Reporting project schedule slips and cost over-runs is never pleasant. But, ignoring them and hoping that things will somehow correct themselves
is a recipe for disaster. It’s never comfortable to report bad news, but in the end it’s much better to inform stakeholders as early as possible. For
instance, it’s much better to report three months before a project due date that the delivery is in jeopardy than it is to report two weeks before the
Close a project / Purpose
due date!
2 Minutes

Early understanding of variances and professional reports from the PM gives the client and stakeholders time to consider, react, and adjust. Anyone who has worked in a project environment has probably experienced the phenomenon where certain projects just do not seem to have clean
Over time, this begins to build credibility and trust. endings! The project team does not quite know what to do next. Maybe some continue to try to work on the project deliverables after they have
been deployed, while others continue finishing up things they didn’t quite get to, like documentation.

And the team cannot simply fade away either!

Let’s examine the Close phase, the final phase of the traditional phases of project management.

The PM must review all the project documentation and agreements for
the project, such as the project charter and any contracts, to ensure
that they are complete. The PM makes sure:

• A project summary is presented to the client, the deliverable is

accepted, and client feedback is collected.

• All project objectives and commitments have been met.

• Any documents that require sign off are approved by the client and
stakeholders.

• The financials are completed for the organization internally, and any
external vendors or resources who were contracted with and need
payment.

• Everything is archived.

Completing these items is not simply “housekeeping,” but a process that is critical to providing good documentation for use in future projects.

Conduct a lessons learned session with the project team

It’s time to look back and reflect on the team’s project experience.

The PM must gather the core project team members and host a meeting to collect and document what are called “lessons learned” from them. The
purpose is to reflect on what happened in the project and identify actions for improvement going forward. The simple act of discussing together the
things that went well and things that could have been improved imprints on each project team member things that they can take into their next
projects. It can be beneficial to include internal stakeholders, such as the sponsor or client.

Here is a simple example of what an online lessons learned chart could be, showing the three categories for the team to individually contribute to:

• What went well?

• What needs improvement?

• What actions can be taken?

Purpose: Once the project manager and project team have delivered the product or service to the client, it’s time to understand that the project is
finished, complete documentation, spend time reflecting on the experience, and celebrate success.

Closing might seem like a less important phase compared to the project planning phases. However, there is a lot of work involved once a project is
technically complete. Closing activities are important not just for the current project, but for subsequent projects, and closing activities are often
overlooked.

Project managers must start thinking about closing the project when it starts. On day one of a project, PMs should establish an awareness of, a
process for, and a commitment to a successful project closing among everyone involved in the project.

Start learning about this phase now. Select I’ve checked it out! and then select Next.

Close a project / The project is completed, now what?

[Link] 10/10/2025, 11:47 [Link] 10/10/2025, 11:47
Page 43 of 61 Page 44 of 61

7 Minutes

It’s important that the entire team understand that the project is finished. Project closing tasks must be a part of the project plan and budget, like
other tasks. In the Close phase, the project manager conducts these final critical tasks.

Complete documentation and archive files

Everything needs attention, must be signed for, and then archived for the organization.

Note: On an Agile project, the project team meets regularly to reflect on events and consider opportunities for improvements. It’s a facilitated
meeting with a set format and typically called a “retrospective” or “sprint retrospective.”
 It’s important for the PM to encourage honesty and create a positive
meeting space so the project team members feel free to share what they
think will help them to improve. Contributions to lessons learned should Natasha and the team completed and launched the new Virtual Tools for Collaboration course! The client, Sam Green, is very pleased.
not be taken personally. Every project team member should listen with The course is ready for Wired Letters to announce and invite all employees to take.
an open mind because everyone’s project experience is valid. Think of
this as a continuous learning and improvement opportunity. Sam and Natasha looked back on the goal of the project: To increase employee adoption of the agency’s new virtual teaming tools
across all business units to be 90% or greater for the 1,320 Wired Letters employees. Sam will monitor final assessment reports and
Here are some example questions that the PM can ask to help the team course completion reports. He is confident the agency will achieve its goal.
think about lessons learned:
And in the end, Natasha and the team delivered the course on time and within budget. It’s a project success!
• Did we do a good job of planning the project? How close were we with
our baselines and estimates? Natasha has “housekeeping” to do to close out the project, for instance:

• Did we involve the right stakeholders at the right time? How did we do • She makes sure the contract with Wired Letters is closed and archived.
with managing their expectations?
• She saves her final planning documents, such as the project schedule, communications management plan, risk management plan,
• How did we do with communications? Within the project team? Within risk log, project status reports, and so on, so she and other project managers on her team have them for future reference.
our organization? With our sponsor or client? With key stakeholders?
Did we use the right media for communications and the right frequency? Then, Natasha likes to facilitate a combination meeting in which her team and internal stakeholders first go over lessons learned with
action items and then spend time celebrating the project together. The team had a virtual lunch party! Beforehand, Natasha collected
• Were there a lot of unknowns that we did not account for? Why? Why not? a photograph of each person’s hobby, favorite sports team, family, or pet to showcase in the online meeting so everyone could share a
quick story about the photo. This made the virtual gathering much more personal and uplifting. The team was proud of their work!
• How well did we manage issues and risks on the project? Did we have procedures to do this? Did they work? How could they be better?

• Were we able to stay within budget?

• How much “scope creep” did we have? How well did we manage it?

• How can we improve our project meetings?

From the series of project scenarios presented, you can see how talented PMs like Natasha follow their organizations’ project management
process, use templates, lead the project team to success, handle issues along the way, and bring their unique point of view to their projects!
The PM should document, share out, and archive the lessons learned to be considered on future projects.

Celebrate success with the project team

Congratulations team! We did it!

Remember to acknowledge the team’s success on the project! The PM

Close a project / Wrap-up and mini quiz
should plan some time and cost to celebrate with the team. The PM
3 Minutes
should recognize the team’s overall achievement and individual
contributions. This celebration can be as formal or informal as feels
right for the organization. It can even be virtual! “It always seems impossible until it’s done.”

– Nelson Mandela, anti-apartheid revolutionary, political leader, philanthropist, and former president of South Africa

In conclusion, it’s important for the PM to plan ahead and carry out a series of activities to properly close a project and acknowledge the project
team’s success.

[Link] 10/10/2025, 11:47

Page 45 of 61
Interested in learning more?
[Link] 10/10/2025, 11:47
Page 46 of 61

Here are some curated online videos and resources to check out if you want to explore more about the topics you just learned about:

Release the project team resources • How-to Project Closing ([Link] an online guide by The Digital Project Manager

It’s time to move on to the next project.

• Closing the Project (5 Steps to Project Closure) ([Link] a video by Adriana Girdler

• The Most Complete Project Closure Process You’ll Ever Need ([Link] a blog
The PM assembled the team for the project, and now the PM must release the project team. This is a crucial task because it frees up people to work
by Patrice Embry for The Digital Project Manager
on other projects.

Note: This might also include releasing a technical environment if it was needed for the project as well as releasing external suppliers or
resources.
Let’s wrap up with a mini quiz to check your understanding of the concepts presented.

Select I’ve checked it out! to begin.

Scenario: Wired Letters – Project Closing

You are the PM! PROJECT CANVAS

You are the project manager for this event, and you created the following project canvas to capture all the insights for this project.
20 Minutes
Review your project canvas and refer to it during these situations.
The purpose of this lesson is to think about the project management concepts that you learned in this course and to apply them to a project
scenario designed just for you. It’s time for you to be the PM!

Instructions
1. Read the following scenario setup.

2. Carefully study the project canvas.

3. Then, use your project management knowledge to respond to the situations you find yourself in as the PM!

Your project scenario

You work in the Human Resources (HR) department for Tech Today & Future, a company that offers comprehensive support for
managed information technology (IT) and cybersecurity services to clients worldwide. You are nominated to be the project manager
for a new, first-time workplace event called Family Day!

• It is a company-sponsored opportunity for all employees and their families to spend time together, and learn new things about
technology, first aid, and safety.

• The request came directly from your General Manager, Julieta Azevedo Ferreira. You should consider her and the HR Director, Jane
Patel, as your internal clients.
 Download an accessible version of the graphic ([Link]
• Jane shared this will be an internally funded event by the HR department, and USD 10,000 is allocated for catering the food,
beverages, and supplies for the event.

• It will take place in October at the local office building, both inside in some conference rooms and outside under some tents.

• Your team will be made up of volunteers from your HR group and other interested groups in HR, including Employee Relations and
Benefits.

• Your objective is to successfully deliver a fun, informative, safe, healthy, and celebratory Family Day for all employees and their Situation 1: Plan the project
families.
You can start the planning process for this exciting event by creating a work breakdown structure (WBS) to identify all project activities and their
tasks. You need to “break down” and further detail the noted Activities in the project canvas.

Remember, at this time, the WBS activities and tasks are not organized into any kind of order.

[Link] 10/10/2025, 11:47

Page 47 of 61
Drag each task on the right to the correct activity in the WBS on the left, then select Check.10/10/2025,
[Link]
IfPage
needed, you can Retry as many times as you would like.
11:47
48 of 61

1.1 Set the agenda

1.1.1 Confirm technology speakers
1.1.2 Confirm safety speakers

1.2 Coordinate communications Determine hashtag for social media

1.2.1 Draft event invitation
1.2.2 Email event invitation
Determine time slots for speakers

1.3 Manage catering Assign volunteers to manage check-in

1.3.1 Select beverages
1.3.2 Pick locations for trash cans
Sign contract with food vendor

1.4 Determine all logistics

1.4.1 Order bracelets to give at check-in
1.4.2 Order tents, tables, and chairs

 Check

This is a sample and not a list of all tasks that you need to manage. It’s definitely a good start!
 Question 1: Who should you invite to the stakeholder meeting? Select all that apply and then select Check.
Situation 2: Manage risks
You were keen to identify two potential risks in the project canvas. Now, you need to register them on the project’s risk log. Here is your risk log:  Adele Karman, General Manager

 Jane Patel, HR Director

 Dr. Peter Drew, Health and Safety Manager

 Sonya Bells, Employee Relations Manager

 Arthur Coyle, Benefits Manager

 Rajinder Anand, Benefits Administrator

 Check 

 Download an accessible version of the graphic. ([Link]

You must do your best to ensure the success of the event. Think about creative actions you and the team can take to mitigate the likelihood of the
Situation 4: Handle a change request
risks occurring. How would you fill out the last Mitigating action column?
During the Execute phase of your project, your internal client Jane Patel, the HR Director, emails you to request something new for the event that
Answer the following two questions. Use the arrows to go to the next question. If needed, you can Retry as many times as you would like. she feels would make everyone happy. Sounds like a project change request (PCR)! Jane would like children 10 years old and under to receive a
souvenir to take home. Remember, this project is funded internally by Jane’s HR department and your team is made up of volunteers. How would
Question 1: What would you choose as the best way to mitigate risk 1? Select your answer and then select Check. you handle the change management process for this?

 Discontinue registration since there is no need to track the number of participants. Writing an answer is a good way to process your thoughts. These answers are for your use only.

 Have all attendees register outside, under a tent, in front of the main building.

 Have only one centralized check-in station in the main building lobby to organize the attendees.

 Have multiple check-in stations inside the main building to spread out the attendees.

 Check 

[Link] 10/10/2025, 11:47 [Link] 10/10/2025, 11:47

Page 49 of 61 Page 50 of 61

Situation 3: Track and update stakeholders

The project is underway and progressing! You and the team of volunteers have a schedule to follow, and everyone is being productive with their
assigned tasks. Today is a big milestone! It is your first Stakeholder meeting. It is your opportunity to update stakeholders about project status,
raise questions, and gain agreement on next steps to take, if necessary. You know the project canvas and how things are going. Let’s prepare.

Answer the following three questions. Use the arrows to go to the next question. If needed, you can Retry as many times as you would like.

•
Identify the change: It’s clear that your internal client Jane Patel, the HR Director, is the requestor of the project change to give children 10 years
 Enter your responses in the fields provided. old and under a souvenir during Family Day. It would make the children and families happy, so you decide to approve investigating this project
change request (PCR).

1. First, identify the change. Document who is requesting the change and why. Then, would you approve, reject, or defer • Investigate the change: Giving out souvenirs to kids will not make the event succeed or fail, but it certainly is an element of fun and surprise. You
the change request? * follow up with Jane to find out what souvenir she has in mind. She suggests looking at the company-branded gifts that are given out during new
hire training. Jane is willing to allocate all available foam balls that say “Tech Today & Future” on them and order more. You determine there is no
impact to your schedule or budget because Jane is offering to cover this cost. The scope of the project is intact.

• Implement the change: You confirm that both Jane and your General Manager, Julieta, approve the PCR. You communicate about the change to
the team, and you assign a volunteer to coordinate the procurement and hand out the souvenir balls to the children at check-in on the day of the
event.

Situation 5: Report final status

Family Day was a success! Tech Today & Future company executives, employees, and everyone’s family had lots of fun, learned new things from the
2. Next, investigate the change. What do you estimate the impacts the change could bring to the project’s scope, inspiring speakers, and enjoyed sharing food plus building a sense of community. The weather was lovely, and the check-in process went according
schedule, and budget? Is the change needed for the project to succeed? * to plan, so your identified risks did not impact the project. You successfully met your project goal!

Project goal: To bring the families of employees together to invite them to learn about technology, increase awareness about safety measures
at work and at home, and celebrate being an employee of Tech Today & Future.

It’s time to close the project, so you have many critical activities to complete. You are writing the final status report for the entire team and
stakeholders. Fill out the last section to capture the final communications and activities that you need to perform to close the project.

Drag and drop the correct next steps to the Activities Coming Up section to complete the status report, then select Check. If needed, you can Retry as
many times as you would like.

3. Finally, implement the change. Assuming it is approved, how would you implement the change on the project? *

  Archive project files Update scope Create project canvas

Share photos and videos with stakeholders Close contract with food vendor
[Link] 10/10/2025, 11:47 [Link] 10/10/2025, 11:47
Develop a new
Page 51 of 61 Facilitate lessons learned with team Page 52 of 61
WBS
Host project celebration party

 Check

Excellent work! You got to try out being a PM!

The situations in this project scenario should help expand your knowledge about various project management processes. You got a taste of
planning the project, managing risks that could occur, communicating with stakeholders, handling a change request, and closing out a project.
Expand the following section to read about one way you could handle this project change request. Compare this approach to your notes.

Evaluate your thinking!


Job landscape
•
 15 Minutes

Is project management in line with your career interests?

Are you a good problem solver who enjoys varied responsibilities and juggling tasks?

Can you be a good communicator and manage a team to accomplish a goal?

Do you enjoy planning and consider yourself to be a detail-oriented person?

Then, the field of project management could be for you! It is a true adventure, and you will not be bored!

We live in an increasingly projectized world. Project managers are

important contributors who can make a difference. They directly
impact an organization’s culture and morale and the bottom line.
And, project management is a growing field at the forefront of
innovation and change in the global business environment.

Consider factors like your personal interests and skill set if you’re
thinking about a career in project management.

What skills should a new project manager focus on?

• Strategy
Individuals new to project management should know that there are • Governance, structures and processes
some essential knowledge, skills, and abilities that successful
project managers need. • Compliance, standards and regulation

Overall, a project manager must be a good problem solver who

• Power and interest
communicates well and enjoys varied responsibilities and juggling tasks. • Culture and value

Remember the International Project Management Association (IPMA) competencies across the Perspective, People, and Practice domains so you
know the recognized standards for personal traits for a successful project manager.

[Link] 10/10/2025, 11:47 [Link] 10/10/2025, 11:47

Page 53 of 61 Page 54 of 61

• Self-reflection and self-management • Design

• Personal integrity and reliability • Requirements and objectives

• Personal communication • Scope

• Relations and engagement • Time

• Leadership • Organization and information

• Teamwork • Quality

• Conflict and crisis • Finance

• Resourcefulness • Resources

• Negotiation • Procurement

• Results orientation • Plan and control

• Risk and opportunity

• Stakeholders

• Change and transformation

• Select and balance

[Link] 10/10/2025, 11:47 [Link] 10/10/2025, 11:47

Page 55 of 61 Page 56 of 61

Note: A new project manager might not have all these skills at first, but focusing on them over time will provide greater career path flexibility
and the foundation for technical or business-focused leadership positions.

The job market

Organizations that embrace project management are seeing success. Organizations value an effective methodology to complete projects on time
and within budget. They need talented professionals, so the demand for project managers is high!

Here are some quick and powerful statistics to consider.

There will be 22 million new project management job openings through 2027.

By 2027, employers will need nearly 88 million individuals in project management-oriented roles.

China and India will represent more than 75% of the total project management-oriented employment.

Source: Project Management Job Growth and Talent Gap 2017–2027, PMI (2017) ([Link]
 Here are IPMA certifications for different places in a project management career and different levels of competence. There are varying
The future is bright! prerequisites for each certification.

In an environment of constant change and upheaval, successful organizations must be able to adapt and implement quickly, demanding more of
project managers than ever before. After surveying almost 500 organizations across 57 countries, IPMA along with KPMG and the Australian IPMA 4LC ([Link]
Institute of Project Management (AIPM) reported that 74% of respondents think that, in the future, PM skills will be more important than today.
This includes four levels of competence certification:
Source: The future of project management: Global Outlook - Summary Report 2019, KPMG, AIPM, IPMA, October 2019
• Project Management Associate (Level D) ([Link]
([Link]
associate-level-d/) is for individuals who do not have previous experience. It recognizes a candidate’s knowledge regarding the
IPMA Competence Elements (CEs) related to project management.
Project managers are needed in a variety of industries all over the world, from the information technology (IT) field to other sectors such as
business, finance, human resources, marketing, insurance, oil and gas, manufacturing, construction, and more! • Project Manager (Level C) ([Link] is for
professionals in a leading role in projects of moderate complexity or assisting in complex projects.

• Senior Project, Programme, and Portfolio Manager (Level B) ([Link]

Possible career progression project-manager-level-b/) is for professionals with years of experience in managing complex projects, programs, and portfolios.

• Project, Programme, and Portfolio Director (Level A) ([Link]

There are plenty of opportunities for advancement in the field of
director-level-a/) is for professionals with years of experience in managing very complex projects, programs, and portfolios, as well
project management. It can be a life-long career in a variety of
as those of strategic importance for the organizations.
industries.

To successfully manage projects, you need sufficient experience. You

IPMA Agile Leadership ([Link]
could start your career as a project management associate and work
your way up. Also, while a formal degree is not obligatory, it can bring This is a certification of proven experience and competence for professional leaders who initiate and implement sustainable change.
you added value.
IPMA CCT ([Link]
There are many different project management job titles, from entry-
level to executive-level, available as you move forward on your career This is a certification of competence for individuals working in consulting, coaching, and training in project management.
path in different business environments. In traditional project
environments, which this course is focused on, the following roles are  Find out more about IPMA certifications. ([Link]
typically recognized:
 Find an IPMA Member Association (MA) in your country. ([Link]
• Project team member associations-ma/)

• Project management associate

• Project manager

• Program manager (who manages multiple interconnected projects)

• Portfolio manager (who manages interconnected and independent projects and programs within an organization)
Project Management Institute (PMI)

Understanding certifications
There are a lot of project management related certifications. Certifications exist in this industry to allow standards to be maintained with regards to PMI ([Link] professional certifications are developed by practitioners for practitioners to showcase skills. They are
skills, knowledge, and experience. Having a certification can increase the range of job roles available and be a good way to demonstrate levels of based on project management standards and ongoing research to meet the real-world needs of organizations.
proficiency when applying for jobs.
Here are PMI certifications for different places in a project management career and different methodologies. There are varying
Let’s check out some of the common certifications that are available in this field. You can consider these certification opportunities when furthering prerequisites for each certification.
your education and perhaps pursuing a PM career.
[Link] 10/10/2025, 11:47
Page 57 of 61
[Link] 10/10/2025, 11:47
Page 58 of 61

With each of these, there are eligibility requirements and then you must pass an exam to become certified. Certified Associate in Project Management (CAPM®) ([Link]

The CAPM demonstrates a candidate's understanding of the fundamental knowledge, terminology, and processes of effective project
Note: Some of the following certifications are for project management professionals with years of experience. These are qualifications you management. This is for candidates who would like to manage larger projects and gain more responsibility or add project management
could consider working towards in the years after you get a PM-related role. They are included here to highlight the progression pathway. skills into their current role.

Project Management Professional (PMP®) ([Link]

International Project Management Association (IPMA) This certification is recognized and demanded by organizations worldwide. The PMP validates the candidate’s competence to perform
in the role of a project manager, leading and directing projects and teams.

IPMA ([Link] offers international certifications of project management competencies for managing projects in PMI Scheduling Professional (PMI-SP®) ([Link]
traditional (IPMA 4LC) and agile environments (IPMA Agile Leadership), as well as competencies of coaches, consultants, and trainers This certification recognizes demonstrated knowledge and advanced experience in the specialized area of developing and maintaining
(ICB4CCT) in the field. They are based on the competencies defined by experts and described in the global standards project schedules. The candidate needs advanced knowledge and experience developing, managing, and maintaining project
([Link] including the Individual Competence Baseline®, Individual Competence Baseline in schedules.
an Agile World, and Individual Competence Baseline for Consultants, Coaches and Trainers.
 Find out more about PMI certifications. ([Link]

Maybe this is the beginning of your learning journey. Here are some
 Find a PMI local chapter in your country. ([Link] resources you can check out, bookmark, and keep in mind if you’d like
to explore more about project management and stay informed about
the latest developments in the field.

This is a curated listing. There are a lot of organizations, websites, and

courses out there to check out depending on your interests.

Association for Project Management (APM) Expand each section to explore and bookmark the resources that
interest you.

APM ([Link] is the chartered body for the project profession and an IPMA Member Association. APM offers a
range of qualifications in a progressive structure for career development, from courses offering the “fundamentals” of project
Find education in your own country

management through to “management” and “professional” levels of understanding, requiring more advanced learning and
assessment. IPMA Education & Training Registration System (REG)
([Link] offers a network of quality courses and programs in project management and related fields.
The internationally-recognized qualifications include the following.

Project Fundamentals Qualification (PFQ) ([Link]

fundamentals/)

This is for those wishing to gain a broad understanding of the principles of the profession. No prior knowledge or experience is
Free online courses

required for this qualification, which will offer the individual the knowledge to make a positive contribution to any project.
• edX ([Link] offers a wide range of free, self-paced online project management courses ([Link]
management) to help you build your skills. Learn about project management fundamentals and project management software tools.
Project Management Qualification (PMQ) ([Link]
• Alison ([Link] offers a variety of project management courses ([Link]
This is for those wishing to achieve a broad level of project management knowledge sufficient to participate in projects from individual you can explore to see what is right for your learning goals. Learn how to manage teams, set timelines, and drive projects to successful
assignments through to large capital projects. Applicants typically have some existing project management knowledge, and it is the completion.
ideal next step for anyone holding the APM PFQ qualification.
• Oxford Home Study Centre ([Link] offers a free, online, self-paced Project Management (Short Course)
([Link]
Project Professional Qualification (PPQ) ([Link] management) that covers project management fundamentals, the role of a project manager, and the lifecycle of a project.
ppq/)

This assesses an applicant’s capability in delivering projects and is APM’s most comprehensive assessment of professional project Note: These free offerings require you to sign up for an account or enroll.
management capability, covering the core and specific competencies required across all areas of project management.

 Find out more about APM Qualifications. ([Link]

 Find options to connect with the APM community. ([Link]

Videos and blogs

• Project Management Videos ([Link] is a YouTube playlist offered by
[Link] where you can find and choose from hundreds of short videos on all kinds of topics to learn about managing projects.

• The Association for Project Management (APM) ([Link] has a Project Management Topics
CHECK THIS OUT! ([Link] YouTube playlist of short, informative videos for beginners.

• GoSkills Project Management Resources ([Link] offers short articles that cover a range of
There are additional, popular project management certifications. You might hear about them or want to explore them on your own. These include:
[Link] 10/10/2025, 11:47
Page 59 of 61
project management topics and trends.
[Link] 10/10/2025, 11:47
Page 60 of 61

• PRINCE2 Qualifications ([Link]

• Stay in touch with the latest news and developments in the field with these blogs:
• PM² Essentials Certification ([Link]
• IPMA blog ([Link]

• PMI blog ([Link]

Continue your learning • [Link] blog ([Link]

• Project Management Basics blog ([Link]

• A Girl’s Guide to Project Management blog ([Link]

Explore opportunities!

If you are seeking employment, you can start exploring the job marketplace. Check out job postings to familiarize yourself with common skills and
qualifications for entry-level positions. Get a sense for jobs that might appeal to you in the future, and work to meet the qualifications.
 Show what you know
15 Minutes

Quick summary
This course introduced you to the basic principles of project management and what it takes to be a successful project manager. You learned about:

• Common project management terms

• The value of project management

• Different project management approaches, including Waterfall, Agile, and Hybrid

• The role, overall responsibilities, and competencies of a project manager

• The purpose and key project manager tasks across the Initiate and Plan, Execute, and Close phases of a project

• The overall job market and common industry certifications

And, you put your project manager “hat” on to work through a project scenario.

You can see that project managers use a variety of processes, plans, and techniques and their personal skills and talent to lead project teams
to successfully deliver the project for their client.

Final quiz
So, how much do you know about project management fundamentals and the role of the project manager?

Let’s check your knowledge in a final quiz of 10 questions. You must achieve a score of 80% or higher to pass the quiz. Don’t worry! If you aren’t
successful at first, you can retake the quiz as many times as needed to pass.

Click Let’s Play! to show what you know and complete this course.

Earn your badge

Once you complete all the topics in this course and pass the final quiz, you’ll see completion check marks beside all
of the topic names in the side navigation. Then you’re eligible to earn the Project Management Fundamentals badge!

Please allow a few business days for processing. You’ll receive an email to claim the badge online.
[Link] 10/10/2025, 11:47
Page 61 of 61